Truss, Catherine and Gratton, Lynda and Hope-Hailey, Veronica and McGovern, Patrick and Stiles, Philip (1997) Soft and Hard Models of Human Resource Management: A Reappraisal. Journal of Management Studies, 34 (1). pp. 53-73. ISSN 0022-2380. (doi:10.1111/1467-6486.00042) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)
Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management. Eight in-depth case studies were carried out, involving questionnaires, interviews and focus groups in order to find out whether organizations were practising either form of HRM. We found that no pure examples of either form existed. The paper concludes that the rhetoric adopted by Ae companies frequendy embraces the tenets of the soft, commitment model, while the reaUty experienced by employees is more concerned with strategic control, similar to the hard model. This distinction between rhetoric and reality needs to be taken into account in conceptualizations of human resource management.
|Subjects:||H Social Sciences > H Social Sciences (General)|
|Divisions:||Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM|
|Depositing User:||J. Ziya|
|Date Deposited:||30 Sep 2010 13:37|
|Last Modified:||10 Jun 2014 13:26|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/25691 (The current URI for this page, for reference purposes)|